Examining institutional work that perpetuates abuse in sport organizations |
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| Institution: | 1. University of North Texas, 1155 Union Circle #210769, Denton, TX 76203, United States;2. Lock Haven University, 401 N. Fairview St. Lock Haven, PA 17745, United States;1. Temple University, School of Sport, Tourism and Hospitality Management, Philadelphia, PA, USA;2. North Carolina State University, Department of Parks, Recreation and Tourism Management, Raleigh, NC, USA;3. Louisiana State University, Department of Kinesiology, Baton Rouge, LA, USA;4. University of Waterloo, Recreation and Leisure Studies, Waterloo, Ontario, Canada;1. Department of Sport and Exercise Science, University of Portsmouth, Spinnaker Building, Cambridge Road, Portsmouth PO1 2ER, United Kingdom;2. Department of Human Movement Sciences, Faculty of Behavioural and Movement Sciences, Vrije Universiteit, Amsterdam, The Netherlands;3. Research Centre for Exercise, School and Sport, Windesheim University of Applied Sciences, Zwolle, The Netherlands;4. Université Clermont Auvergne, Laboratoire ACTé EA 4281, Clermont-Ferrand, France;1. La Trobe University and University of Ottawa, 1 Kingsbury Drive, Bundoora, 3086, Australia;2. School of Human Kinetics, University of Ottawa, 125 University Private, Ottawa, ON, K1N 6N5, Canada;3. Brock University, Department of Sport Management, 1812 Sir Isaac Brock Way, St. Catherines, ON, Canada;1. University of Technology Sydney, Australia;2. University of Technology Sydney (UTS), Business School, Sport Management, 14 Ultimo Rd., Ultimo 2007, NSW, Australia;3. University of Illinois at Urbana-Champaign, United States;1. Nichols College, Conant Hall, 405, 129 Center Rd, Dudley, MA 01571, United States;2. Trinity University, 1 Trinity Pl, San Antonio, TX 78212, United States |
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| Abstract: | In this research, the author sought to understand how organizational practices that harbor and, ultimately, perpetuate abuse become legitimized. The authors drew from the tenets of institutional work to understand how institutional structures were created and legitimized to allow abuse to perpetuate within sport organizations. In examining the sexual abuse scandals of Penn State University, Baylor University, and Michigan State University, the authors found that university administrators and stakeholders obscured reporting and investigative processes, enacted internal discipline structures that were uncompliant from formal regulations, valorized the perpetrators and university leadership, silenced victims, and engaged in collusion. The authors theorized these actions as legitimacy work designed to legitimize the universities’ management of abuse. In effect, these actions contributed to the harboring and perpetuation of abuse. The implications for the study and management of abuse in sport are discussed. |
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| Keywords: | Abuse Institutional work Legitimacy |
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